Management Process

Presentation On

Learning and knowledge organization strategy

Introduction
What is knowledge management?
Knowledge management is to distinguish b/w raw

information and knowledge. Raw information may be widely available, but to convert those raw information in relevant knowledge and to use this knowledge to achieve their aims is called Knowledge Management. The processes by which they do this are known as KM strategies.

Dynamic Capabilities

It reflects the ability of the organization to learn something new, unlearn things and create value out of this new learning.

Organizations that focus on developing dynamic capabilities rather than just core capabilities, will be able to sustain their competitive advantage over a longer horizon.

Four challenges in building dynamic capability

Unload the burden of past experience, arising out of organizational history. Break organizational defensive routines

Overcome the tunnel vision in people

Bounded rationality

Organizational Learning
According to Argyris & Schon (1978), Organizational learning occurs when members of the organization act as learning agents for the organization by detecting and correcting errors in organizational theory-inuse, and embedding the result of their enquiry in private images and shared maps of organizations.

Levels of learning : single & double loop learning

Single loop learning : When a mismatch occurs, the organization attempts to correct the mismatch through changing its actions, and a match is established. This attempt of changing actions is called as Single loop learning

Double loop learning : When a mismatch occurs between the intended and actual outcome, the organization instead of just correcting its actions, begins questioning the governing variables of the context, and changing the actions to bring about the match. This is called as Double loop learning.

Single and double learning

Governing variables Actions consequences

Match of mismatch

Single loop

Double loop

Process of Learning
Kolb (1984) has identified four stages of a learning cycle: Concrete experience Reflective observation Abstract conceptualization Active experimentation
Active experimentation

Concrete experience

Reflective observations

Abstract conceptualization

Organizational learning cycle

Introduced by Ramnarayana & Reddy (1989)
Picking up signals from the environment Concrete experience Implement ation
Active experimentation Reflectitive observation

Situation audit

Abstract conceptulation

Purpose, mission & goals

Knowledge management & knowledge organizations

Knowledge management can provide competitive advantage to organizations through :

Helping them implement a new strategy that was not possible, Helping them implement their regular/existing strategies more efficiently and effectively, Embedding knowledge in their products, services, or information offerings, Enhancing the efficiency of their non-strategic processes

Levels of Knowledge Management

Three levels of knowledge management : First generation : focus on identifying knowledge that is
required to play the game efficiently.

Second generation : focus on identifying knowledge that is

required to differentiate the organization from its competitors, and generate competitive advantage- knowledge that is required to win the game- effectively.

Third generation : emphasize innovation beyond

organizational boundaries and change the rules of the game.

Three generation of Knowledge Management

Third Generation Second Generation

First Generation
Internal focus Exploitation

Levels of Knowledge Management in India

First-generation KM programs: Before liberalization of the Indian economy in 1991, most company relied on first generation KM programs. Streamline their production and distribution system, and to cater to a captive demand in the market.
Second-generation programs: Immediately after liberalization, many multinational firms entered into the Indian market. Many Indian firms began emphasizing internal cost management and organizational restructuring for be in the marketplace.

Third-generation programs:
A number of Indian firms have acquired and preserved market leadership positions not just in India, but also increasingly in global markets.

Designing a Knowledge Management Program

Knowledge management is a systematic attempt to generate, collate, disseminate, and apply critical and relevant knowledge in the Organization.

Backman (1999) identifies six perspective of knowledge management. 1. The conceptual perspective 2. The process perspective 3. The technological perspective 4. The organizational perspective 5. The management perspective 6. The implementation perspective

These perspective helps to take decision for the Org.

Why the business needs to manage knowledge? What knowledge to manage and why? Identify what knowledge objects are required for the business? Where are they available? Who needs knowledge management inside the business? How the knowledge in classified and codified?

Implementing a Knowledge Management Program

KM implementation involves three significant decision: The knowledge architecture The systems and technology The people

Knowledge Architecture
The knowledge architecture includes decisions on developing specific goals for the knowledge program, knowledge mapping.
Decision Develop specific goals for the KM program. Question What do you want to achieve out of KM program? What knowledge objects do you need? In what form they are located? Who needs them within the company? How are they organized? How do you say this knowledge program is effective?

Knowledge mapping (domains, source of the knowledge objects, their form, users). Develop assessment parameters and a system of feedback.

Systems and Technology

Systems and technology includes decisions and setting up implementation structures, creating formal and informal systems to manage knowledge objects, and adding the technology infrastructure to facilitate these system. Decision Action Plan

Set up a KM implementation structure.

Create systems for creating, capturing, and sharing knowledge. Adding technology infrastructure. Content management.

Create centralized department and define responsibility. Set up formal systems (meetings) Set up informal systems (communities, story telling mentoring) Design a system infrastructure (email, bulletin board) Build IT structure (servers, portals) Ensure adequate securities. Choose hardware and software applications.

People Issues
These decisions includes promoting awareness about KM program, motivating people to participate, and creating a culture of knowledge sharing. Issues Creating awareness about KM program. Action Plan Educate people about the need for, and benefits of KM program. Institute awards and incentives. Encourage peer recognition. Align participation in the KM program with the performance appraisal system. Articulate core values/expectations Set up formal/informal systems that force knowledge sharing. Set up forums for formal/informal interactions(communities). Create an environment of learning.

Motivating people to participate in the KM program.

Build a culture of knowledge sharing.

A model for crafting knowledge management

People

System and Technology

Knowledge Architecture

Time